Starting a new project should be surrounded by hope and hunger to succeed, yet it can be really scary. It doesn't have to be that way. In this article, I want to share the keys to making a great first market impression, plus what you can do to ensure your new beginning is a great fit long term.

First things first, in many industries as well as in new workplaces, some rules are completely unspoken. Understanding them is crucial for success. The problem is that you won't find them in a handbook. Unless you're lucky enough to have a mentor, manager, or advisor who pulls you aside to help, you just kind of must figure them out on your own. Yes, that is the way this works.

Starting a new project can feel like starting at a new school. You're meeting new people, you're getting thrown into unfamiliar situations, and you’re constantly wondering: What does everyone think of me? Is my proposal worth the pain? Did I plan everything correctly? What am I missing? But whether you're starting your first job ever, just starting a new role, or you are introducing a new product to the market, making a great impression doesn't have to be so scary. It all comes down to deciphering those unspoken rules and demonstrating what I call the three Cs: competence, commitment, and compatibility.

The first C is competence. On day one, many people will probably be looking at you and thinking: “Can you do your job?” The way to convince others, not to mention yourself, that yes, you can, is to show your homework and to give others something to react to. Of course, competence means starting with your assignments done. Imagine your first day, and it is utter chaos. Most first days are like that: people are forwarding you messages, pulling you into meetings without any notice or context, and two minutes after starting, you're already confused. Instead of going back to them right away and saying, “I don’t know what to do next, help!” Or not asking questions at all, think about a similar task that you tried previously, in other projects, in other workplaces, or in school, or just for yourself. What steps did you take then? Then make your best guess and just give it a try. Ask yourself what you think about a certain approach.

The second C is commitment. Besides looking to see if you can do your job, your colleagues are also looking to see if you're dedicated. During your first week in a new project, try asking questions about expectations. For instance, what are my top priorities? How would you like to communicate day-to-day and week-to-week? What have your highest performers done that you'd suggest that I do too?

The third C is compatibility. Every time a person begins something new, there is a feeling of strangeness. When someone joins a team, for example, the others on it want to know: Will you get along with us? Start talking. By initiating conversations, you're already expressing compatibility. But while you're at it, use this time to try and identify the invisible swim lanes. Prefigure a diagram in which you can see your organization chart. Pay attention. Which behaviors get rewarded and which behaviors get punished? Understanding these norms, loyalties, power brokers, and swim lanes is what people are really referring to when they say that it’s important to understand a team’s culture.

Mapping your movements and operations can be very useful and will give you a lot of peace of mind. And while you're mapping out these swim lanes, look around to see if there's any swim lane that might be unoccupied, or in other words, what tasks might be available that aren't currently being done that can help your team accomplish more, better, faster, cheaper, safer, and more securely. Be certain to understand which are the niches of opportunities that you can take advantage of. By doing this, you'll show that you're competent enough to spot gaps, committed enough to fill them, and compatible enough not to overstep.

Here’s the reality of starting a new activity. Doing your job is only part of it. The rest is about how you get along with other people and the way that you can interpret the market. That is what turns out to be scary, because as much as we've been talking about others sizing you up, we cannot forget to do the same.

We must be aware of the signals and signs that are there to be interpreted. Is this an environment where you can flourish and do your best work? Are we really getting the correct perspective? Can we see ourselves getting along with your coworkers? Are we clever enough to succeed in this industry? Is our product or service something that the market needs? Is this even work you're excited to do?

Every project is a two-way street. We have the illusion and the hope to make everything turn out right and make this new beginning a success. Here is the news: you can do well only if you want to do well. And if you're set up to do well. So, look around, pay attention, reflect, and be honest with yourself about whether this is a good place for you. And if it is, go for it. Do your tasks, be prepared, use your C’s. Be prepared for success by preparing for it.